!!!REQUIRES THE USE OF SPSS SOFTWARE!!!
Founded in 1996 by former University of Maryland football player Kevin Plank, Under Armour was the originator of sports apparel made with performance-enhancing fabrics-gear engineered to wick moisture from the body, regulate body temperature, and enhance comfort regardless of weather conditions and activity levels. Under Armour quickly earned a reputation as an up-and-coming company in the sports apparel business, achieving sales of USD$1 billion in 2010 and USD$5 billion in 2017.
Since 2017, revenue growth has slumped, increasing only 5 percent over 2 years. In 2019, the sales revenue was approximately USD$5.25 billion.
On 30 October 2020, Under Armour announced its financial revenue of USD$1.4 billion as of 3rd Quarter 2020 review, citing deep COVID 19 impact.
Gross margin decreased 40 basis points to 47.9 percent compared to the prior year, driven
primarily by negative impact from COVID-related discounting and product mix that was
partially offset by supply chain efficiencies and channel mix.
Revenue is expected to be down at a high-teen percentage rate compared to 2019 results, reflecting a low twenties percentage rate decline in North America and a high single digit percentage decline within the international business. For the fourth quarter, the company now expects revenue to be down at a low-teen percentage rate, versus the previous down 20 to 25 percent expectation which was impacted by the following factors:
1) Expected year-end timing impact from COVID-19 due to changes in customer order
flow and changes in supply chain timing resulting in more planned spring product deliveries in early 2021 versus late 2020.
2) An anticipated substantial decline in licensing revenue due to lower contractual royalty
minimums and contract settlements realized in the prior year.
3) Lower planned excess inventory sales to the off-price channel.
As the new People Analytics Manager in Under Armour Singapore, you believe that a data-
driven approach towards human capital management could help the company in the
transformation journey and compete in the new business environment. You gather data from
a 2020 customer satisfaction survey to assess how well the organization is doing and how
SINGAPORE UNIVERSITY OF SOCIAL SCIENCES (SUSS) Page 4 of 13
HRM318 Tutor-Marked Assignment
human capital impacts business outcomes and competitiveness. With data in hand, develop a report of your findings and recommend a human capital measurement system for the company. The report comprises three sections:
a) Analysis of Customer Satisfaction Survey. Review the Customer Satisfaction Survey
data recently in November 2020 and determine how the company can utilise the
information to identify areas for improvement. Substantiate your assessments by
applying a mixture of descriptive (e.g., means, frequencies) and predictive analytics
(e.g., t-tests, correlations, regression) on the customer satisfaction dataset provided.
b) Proposed business outcomes and link Human Capital to Business. Based on an
analysis of the changes in the retail industry, findings from the customer satisfaction
survey, vision and values of the company, propose a business goal and strategy that
Under Armour Singapore should pursue in order to survive in the new environment.
Annex B provides a brief factsheet on Under Armour. Apply Fitz-Enz’s Human
Capital-to-Enterprise pathway to demonstrate how the different departments in Under
Armour impact your proposed business goals and competitive strategy (refer to Annex
B for the departments that you should consider). Identify key HR deliverables that
should be achieved and monitored.
c) Construct a HR Scorecard. Based on the HR deliverables identified in the Human-
Capital-to-Enterprise Pathway, construct a HR scorecard that will help measure and
monitor progress on each HR deliverable refer to Annex C for a template of a HR
3. Additional Information
a) Customer Satisfaction Survey. The dataset is titled ‘Under Armour Customer Survey
Dataset’ and accompanies the assignment brief. The survey was conducted in 2019 and a representative sample of Under Armour’s customers was obtained for the survey to enable more reliable and valid insights in the dataset, a ‘2018 Overall customer satisfaction’ is provided for trend comparison. Assume that the same group of respondents were surveyed in 2018 and 2019.
b) Proposed Business Goal and Strategy. There is no one business goal or strategy that is
‘correct’. Different goals and strategies may be relevant given the context. What is
important is the relevance of the goal and strategy in dealing with the challenges that
Under Armour faces in the new normal and the company’s mission and values. The key
advice to students for this section is to keep it simple and stick to one business goal and
single competitive strategy. Multiple business goals or combinations of competitive
strategies will make the Human Capital-to-Enterprise pathway more complex.
c) Mapping of the Human Capital-to-Enterprise pathway. As taught in class, the mapping
should be top-down instead of bottom-up. When mapping the Human Capital-to-
HRM318 Tutor-Marked Assignment
Enterprise pathway, students are advised to focus on demonstrating clear and detailed
linkages between levels and identify at most two business units that are critical to
delivering the competitive strategy. Remember that the template by Fitz-Enz is just a
starting point to guide thinking and planning. There is no requirement to cover all
aspects of the template.
d) Constructing Human Resource Scorecard. Each HR deliverable will require a set of
measures covering the 5 dimensions in the HR scores – Business output, HR
deliverable, HR efficiency, HR System Alignment and High-Performance Work
System. Students should explain the measurement objectives and how the selected
metrics will be used to guide decisions and actions in the report.
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